Project
Management
Concepts,
Methods, and
Techniques
Claude H. Maley
Uffi\ CRC Press
Taylor & Francis Croup
Boca Raton London New York CRC Press is an imprint of the
Taylor & Francis Croup, an I n f o r m a business INTERNATIONAL A N A U E R B AC H BOOK
Contents
Preface xxiii Claude H. Maley xxvii
Chapter 1 Introduction to Project Management 1
1.1 Chapter Overview 1 1.2 Projects and the Business Environment 1 1.2.1 Key Project Management Concepts 2 1.2.2 Terminology 3 1.2.3 Characteristics of Projects 4 1.2.4 Projects in the Business Environment 5 1.2.5 Strategic and Tactical Projects 6 1.2.6 Projects and Programs 7 1.3 The Life Cycle 8 1.3.1 What Is a Life Cycle? 8 1.3.2 The Product Life Cycle 9 1.3.3 The Project Development Life Cycle 10 1.3.3.1 Characteristics of Project Phases 12 1.4 Project Governance 13 1.4.1 Overview 13 1.4.2 The Project Board 14 1.4.3 The Sponsor 14 1.4.4 Strategies for Effective Governance
in Projects 15 1.5 Business Drivers and Business Needs 16
1.5.1 Establishing the Business Needs and
Initial Scope 16 1.5.1.1 The Business Case 16 1.5.1.2 Achieving Business Alignment 17 1.5.1.3 The Project Proposal and t
Proposed Solution 18 1.5.2 The MOST Model 18 1.5.3 Project Stakeholders 20
vi • Contents
1.6 The Triple Constraint 20 1.6.1 Definition 20 1.6.2 Extended Issues to the Triple Constraint 22 1.6.2.1 Business Benefit 22 1.6.2.2 Scope 23 1.6.2.3 Risk 24 1.6.2.4 Cost 24 1.6.2.5 Time 24 1.6.2.6 Quality 24 1.7 The Project Manager's Role and Responsibilities 24 1.7.1 The Project Manager 24 1.7.1.1 Project Manager Job Description ....25 1.7.2 Project Managers Palette of Skills 26 1.7.2.1 Organization and Management 27 1.7.2.2 Technical (Subject
Matter Expertise) 28 1.7.2.3 People and Communication 29 1.7.2.4 Administration 30 1.8 Project Organizations 32 1.8.1 Organizational Needs 32 1.8.2 Organizational Challenges 33
1.8.2.1 Factors in Designing a Project
Structure 33 1.8.2.2 Corporate Organizational
Structure Factors to Consider 34 1.8.3 Types of Project Organizations 36 1.8.3.1 Functional Organization 36 1.8.3.2 Project Based (Projectized) 38 1.8.3.3 Matrix Organization 40 1.9 PMI Body of Knowledge 42 1.9.1 PMI: Nine Knowledge Areas 42 1.9.2 PMI: Process Groups 44 1.9.3 Mapping Processes to Knowledge Areas 44
Chapter 2 Project Initiation 47
2.1 Chapter Overview 47 2.2 Project Origination 47 2.2.1 Origins of Projects 47
Contents • vii
2.2.2 Enabling Documents 50 2.2.2.1 The Business Case 50 2.3 Project Selection 53 2.3.1 Projects and Project Portfolio Management..53 2.3.2 Aligning the Project to the
Organizational Strategy 56 2.3.3 Selection and Prioritization of Projects 57 2.3.4 Quantitative and Qualitative Methods 60 2.3.4.1 Present Value 61 2.3.4.2 Net Present Value 61 2.3.4.3 Benefit-Cost Ratio (BCR) 62 2.3.4.4 Internal Rate of Return (IRR) 64 2.3.4.5 Payback Period 64 2.3.4.6 Return on Investment (ROI) 66 2.4 Project Initiation 67 2.4.1 Approval to Proceed 67 2.4.2 Decision on Project Launch: The Project
Charter 68 2.4.3 Project Initiation Phase Kick-Off Meeting ....69 2.4.4 Project Governance after Launch 69 2.4.4.1 The Project Steering Committee 70 2.4.4.2 Decision-Makers 71 2.4.4.3 Key Internal Stakeholders 71 2.5 Stakeholders 71 2.5.1 Stakeholder Management 71 2.5.2 Stakeholder Analysis 74 2.5.2.1 Identify Project Stakeholders 75 2.5.2.2 Identify Stakeholders' Interests 76 2.5.2.3 Assess Stakeholders for
Importance and Influence 78 2.5.2.4 Outline Assumptions and Risks 80 2.5.2.5 Define Stakeholder Participation.... 80 2.5.3 Stakeholder Communication Plan 81 2.5.4 Pragmatism with Stakeholders .(83 2.6 Project Requirements .". 84 2.6.1 Scope Management 84 2.6.1.1 Specification of Scope 84 2.6.1.2 Management of Scope Changes 84 2.6.1.3 Verification of Scope 84
viii • Contents 2.6.2 Specification of Scope 85 2.6.3 Key Documents 86 2.6.3.1 Needs Assessment 86 2.6.3.2 Functional Requirements 88 2.6.3.3 Solution Design 89 2.6.3.4 Impact on the Project Scope 90 2.6.3.5 Assumptions and Constraints 90 2.6.4 Management of Scope Changes 90 2.6.5 Verification of Scope 91 2.7 Role of the Project Manager 91 2.7.1 Project Manager Formal Assignment 91 2.7.2 Organizational Structures 92 2.7.3 Project Core Team Allocation 93 2.7.4 Engaging the Organization 94
Chapter 3 Project Planning 95
3.1 Chapter Overview 95 3.2 Synopsis and Approach 95 3.2.1 Challenges to Project Planning 96 3.2.2 The Project Planning Environment 98 3.3 Establishing the Project Core Team 99 3.4 The Key Planning Steps 102 3.4.1 Finalizing the Project Scope Statement 103 3.4.2 Finalizing the Project Objectives 104 3.4.3 Work Breakdown Structure 106 3.4.4 Estimation 106 3.4.5 Precedence Analysis 106 3.5 Scope Development 107 3.5.1 Product Scope Development 108 3.5.1.1 Finalizing Needs Analysis 110 3.5.1.2 Developing Requirements Ill 3.5.1.3 Finalizing the Design Ill 3.5.2 Project Scope Development f 112 3.5.3 Managing Unknowns in the
Project Scope 113 3.5.3.1 Missing Data 114 3.5.3.2 Unqualified Statements 114 3.5.3.3 Language Issues 114
Contents • ix
3.5.3.4 Resolving and Answering
Unknowns 114 3.5.4 Constituents of the Project Scope.,. 116 3.6 The Work Breakdown Structure 117 3.6.1 WBS Levels 118 3.6.2 Team Dynamics in WBS 120 3.6.3 Seeking Granularity of Work Packages 121 3.6.4 Techniques for Building the WBS 122 3.6.5 Different Representations of the WBS 123 3.6.5.1 Graphical : 123 3.6.5.2 Tabular 124 3.6.5.3 Numbering Systems 126 3.6.6 Case Study: Develop the Project s WBS 126 3.7 Estimating 127 3.7.1 Underlying Principles 128 3.7.1.1 Understanding Estimating Inaccuracy 129 3.7.1.2 Incorporating Assumptions and Risks 130 3.7.1.3 Differentiating between
Estimating and Costing 131 3.7.1.4 Assessment of Resources That
Drive Duration and Cost 132 3.7.2 Selecting the Work Packages to
Be Estimated 133 3.7.3 Time Units for Duration Estimation 135 3.7.4 Identifying Resource Profiles 136 3.7.4.1 Human Resources 136 3.7.4.2 Material Resources 137 3.7.4.3 Equipment Resources 137 3.7.5 Understanding the Nature of the Work
to Be Estimated 137 3.7.5.1 Linear Productivity 138 3.7.5.2 Variable Productivity v 139 3.7.6 Estimating Techniques 139 3.7.6.1 Analogy 140 3.7.6.2 Parametric 141 3.7.6.3 Subject Matter Experts 141 3.7.6.4 Vendor Bids 142
x • Contents
3.7.6.5 Grass-Root 142 3.7.6.6 PERT Probabilistic 142 3.7.7 Additional Estimation Allowances 145 3.7.7.1 Escalation 145 3.7.7.2 Contingency 146 3.7.7.3 Indirect Costs to Consider 146 3.8 Precedence Analysis 147
3.8.1 Determining the Sequence
of Work Packages 148 3.8.1.1 The Activity-on-Arrow Network... 149 3.8.1.2 The Activity-on-Node Network 150 3.9 Case Study 151 3.9.1 Case Study Introduction 151 3.9.2 Case Study Scope of Work 152 3.9.3 Case Study Major Deliverables 153 3.9.4 Case Study Key Information and Data 154 3.9.4.1 Sub-Project LZB-Sales Specifics ....155
Chapter 4 Project Scheduling 157
4.1 Chapter Overview 157 4.2 Scheduling Overview 157 4.2.1 Activity Networks 159 4.2.2 Determining the Sequence
of Work Packages 159 4.2.3 Building the Precedence Chart
of Activities 161 4.2.4. The Activity-on-Node Network 162 4.2.5 Types of Activity Relationships 162 4.2.6 Finish-to-Start Relationships 163 4.2.6.1 Start-to-Start Relationships 163 4.2.6.2 Finish-to-Finish Relationships 164 4.2.6.3 The Use of Start-to-Finish
Relationships 164 4.2.6.4 Hammock Relationships ! 165 4.2.7 Lags and Leads 165 4.2.7.1 Lags 166 4.2.7.2 Leads 167
Contents • xi
4.2.8 Forward and Backward Passes 167 4.2.8.1 Forward Pass 169 4.2.8.2 Backward Pass 171 4.2.9 Calculating Float (Slack) 173 4.2.9.1 Total Float 174 4.2.9.2 Free Float 174 4.2.9.3 Implication of Float 175 4.2.10 Determining the Critical Path 176 4.2.11 Optimization of the Activity Network 176 4.2.12 Building the Activity Network—Exercise....177 4.3 Building the Gantt Chart 177 4.3.1 Establishing the Project Calendar 179 4.3.2 Meeting the Schedule Constraints 180 4.3.2.1 Activity-Driven Schedule 181 4.3.2.2 Resource-Driven Schedule 181 4.3.2.3 Trade-Off Analysis 183 4.3.2.4 Crashing 184 4.3.2.5 Fast-Tracking 184 4.3.6 Drafting the Milestone Schedule 185 4.3.7 Building the Gantt Chart—Exercise 186 4.4 Building the Cost Estimate 186
4.4.1 Establishing the Project Cost
and Funding 186 4.4.2 The Cumulate Cost Curve 187 4.5 Resource Management 188 4.5.1 Resource Planning Techniques 189
4.5.1.1 Resource-Loading Table and
Histogram 189 4.5.1.2 Resource Leveling 190 4.5.2 Resource Allocation 190 4.5.3 Resource Provider Commitments 190 4.5.4 Roles and Responsibilities—RACI Chart 191 4.6 Project Communication Plan 191
4.6.1 Establishing the Stakeholder , Communication Map...~. 193 4.6.2 Determining Information Contents 193 4.6.3 Selecting the Appropriate
xii • Contents
4.6.4 Drafting the Communication Plan 194 4.6.5 Determining the Types of Meetings and
Their Agendas 194 4.6.6 Meeting Types 196 4.6.7 Meeting Planning Framework 196 4.6.8 Meeting Agendas 197 4.7 Consolidating the Project Plan 198 4.7.1 Assembling the Project Plan 198 4.7.2 Establishing the Baseline 200 4.7.3 Baseline Approval 201
Chapter 5 Risk Management 203
5.1 Chapter Overview 203 5.2 Risk Management—Synopsis 203 5.2.1 The Risk Management Environment 203 5.2.2 Uncertainty and Unknowns 204 5.2.3 Assumptions 204 5.2.4 Factors That Govern Control and Lack of
Control of Risk Events 205 5.2.4.1 Internal Risk Events 205 5.2.4.2 External Risk Events 206 5.2.4.3 Exercise—Influences on Your
Current Project 206 5.3 Terminology 206 5.3.1 Risk Event 206 5.3.2 Uncertainty 207 5.3.3 Threats and Opportunities 207 5.3.4 Probability 207 5.3.5 Impact 207 5.4 Vulnerability and Potential Risks 207 5.4.1 Vulnerability Risks 207 5.4.1.1 Establishing Confidence Criteria.. 208 5.4.1.2 Scoring Vulnerability 209 5.4.1.3 Establishing Confidence Tertilp
for the Project 210 5.4.1.4 Determining Confidence Levels ....210 5.4.1.5 Example—Vulnerability/
Confidence 211 5.4.2 Potential Risks 211
Contents • xiii
5.5 The Risk Management Process 213 5.5.1 Risk Management Planning 214 5.5.2 Risk Identification , 215 5.5.3 Techniques to Identify Risks 218 5.5.3.1 Checklist 218 5.5.3.2 Brainstorming 218 5.5.3.3 Nominal Group Technique 219 5.5.3.4 Analogy Technique 219 5.5.3.5 Delphi Technique 219 5.5.3.6 Exercise—Risk Identification 220 5.5.4 Risk Assessment/Analysis 221
5.5.4.1 Potential Risks Using the
Potential Risk Assessment Form ...221 5.5.4.2 Special Consideration in Risk
Assessment/Analysis 223 5.5.4.3 Narrative Risk Assessment/
Analysis 224 5.5.4.4 Qualitative Risk Assessment/
Analysis 224 5.5.4.5 Quantitative Risk Assessment/
Analysis 224 5.5.4.6 Expected Monetary Value (EMV) 227 5.5.4.7 Decision Trees 228 5.5.4.8 Exercise—Risk Analysis 229 5.5.5 Risk Ranking/Prioritizing 230 5.5.5.1 Ranking by Paired Analysis 231 5.5.6 Risk Response Planning 232
5.5.6.1 Risk Response Planning
for Threats 234 5.5.6.2 Risk Response Planning for
Opportunities 236 5.5.6.3 Risk Reserves 237 5.5.7 Risk Monitoring and Control 238 5.5.7.1 Early Warning Mechanism 238 5.5.7.2 Risk Tracking and Status 239 5.5.7.3 Risk Evaluation 239 5.5.8 Risk Documentation 239 5.5.9 Documentation Process 240 5.6 Glossary of Terms 241
xiv • Contents
Chapter 6 Procurement Management 245
6.1 Chapter Overview 245 6.2 Project Procurement Management Synopsis 245 6.2.1 Procurement Roles and Responsibilities 247 6.2.1.1 Project Manager 247 6.2.1.2 Project Contract Administrator... 248 6.2.1.3 Project Management Office
(PMO) 248 6.3 Project Procurement Planning 249 6.3.1 The Project Procurement Plan 249 6.3.2 The Project Procurement Management
Process 251 6.3.2.1 Requirement Step 252 6.3.2.2 Requisition Step 252 6.3.2.3 Solicitation Step 252 6.3.2.4 Contract Administration Step 252 6.3.2.5 Closeout Step 252 6.3.3 Exercise: Describe Your Project's
Procurement Process 253 6.4 Different Types of Contracts 253 6.4.1 Fixed Price or Lump-Sum Contracts 254 6.4.2 Cost-Reimbursable Contracts 255 6.4.2.1 Cost-Plus-Fee (CPF) 256 6.4.2.2 Cost-Plus-Percentage-of-Cost (CPPC) 256 6.4.2.3 Cost-Plus-Incentive-Fee (CPIF).... 256 6.4.2.4 Time-and-Material (T&M) Contracts 257 6.4.3 Indefinite Delivery Contracts 258 6.4.4 Exercise: Types of Contracts
on Your Project 259 6.5 Procurement Process: Requirement 259 6.5.1 Detailed Requirement Step Process 260 6.5.2 Make-or-Buy Analysis ! 260 6.5.3 Documenting Procurement
Requirements: Statement of Work 262 6.5.4 Specific Guidelines for Product
Contents • xv
6.5.5 Vendor Evaluation Criteria 263 6.5.5.1 Prequalification Questionnaire 263 6.6 Procurement Process: Requisition 264 6.6.1 Detailed Requisition Step Process 265 6.6.2 Establishing Vendor Evaluation Criteria 266 6.6.3 Examples of Vendor Evaluation Criteria
Questions 267 6.6.4 Scoring/Weighting Vendor
Evaluation Criteria 270 6.6.4.1 Simple Scaled Score 270 6.6.4.2 Weighted/Scaled Score 270 6.7 Procurement Process: Solicitation 271 6.7.1 Detailed Solicitation Step Process 272 6.7.2 Issue of Solicitation Package 274 6.7.2.1 Acquisition Method 274 6.7.2.2 Advertising 275 6.7.2.3 Bidders' Conference 275 6.7.3 Receipt of Vendor Proposals 276 6.7.3.1 Answering Questions 276 6.7.4 Vendor Proposal Evaluations 277 6.7.5 Vendor Selection 277 6.7.5.1 Inform Vendors of Selection 277 6.7.5.2 Prepare Negotiation with
"In-Range" Vendors 278 6.7.6 Negotiation with Vendors 278 6.7.7 Contract Award.: 279 6.7.8 Exercise: Awarded Contracts
on Your Project 281 6.8 Procurement Process: Contract Administration 281
6.8.1 Detailed Contract Administration
Step Process 282 6.8.2 Managing the Relationship with
the Vendor/Seller/Supplier 284 6.8.3 Change Request Management 284 6.8.4 Contract Disputes 285 6.8.4.1 Disputes due to Interpretations 285 6.8.4.2 Disputes in Work Instructions 286 6.8.4.3 Adjudication 286 6.8.4.4 Arbitration and Conciliation 286
xvi • Contents
6.8.5 Contract Termination 287 6.8.5.1 Termination for Convenience 287 6.8.5.2 Default of Contract..., 287 6.8.6 Exercise: Status of Contracts on
Your Project 287 6.9 Procurement Process: Closeout 288 6.9.1 Detailed Closeout Step Process 288 6.9.2 Contract Closeout 289
Chapter 7 Project Implementation 291
7.1 Chapter Overview 291 7.2 Project Implementation Overview 291 7.2.1 Effective Project Implementation Start-Up ....293
7.2.1.1 Conducting the Implementation Start-Up Meeting 293 7.2.1.2 Project Plan Considerations for
Implementation Start-Up 295 7.2.1.3 Specific Focus Areas for
Implementation Start-Up 296 7.2.2 Project Team Management 297 7.2.3 Exercise: Project Implementation
Start-Up Agenda 298 7.3 Scope Management and Change Request
Management ; 298 7.3.1 Definition of Change 298 7.3.2 Scope Management and Change 299 7.3.3 Scope Management at Project
Implementation Start 300 7.3.4 Change Control versus Issue
Management 300 7.3.5 Origin of Changes 301 7.3.6 Exercise: Draft the Project Requested
Changes and Their Origins 302 7.3.7 Change Request Management Roles .». 302 7.3.7.1 Project Manager 302 7.3.7.2 Change Requestor 303 7.3.7.3 Change Manager 304 7.3.7.4 Change Analysis Group 304
Contents • xvii
7.3.7.5 Change Approval Group 305 7.3.7.6 Change Implementation Group.... 305 7.3.8 Exercise: Change Request Roles and v
Responsibilities 306 7.3.9 The Change Request Management Process 306 7.3.9.1 Step 1—Record Change Request... 307 7.3.9.2 Step 2—Change Impact
Evaluation 311 7.3.9.3 Step 3—Change Impact Proposal....311 7.3.9.4 Step 4—Change Request
Approval 313 7.3.9.5 Step 5—Change Request
Implementation 314 7.3.10 Contractual Consequences 315 7.3.11 Project Plan Update 315 7.3.12 Configuration Management 316 7.3.13 Exercise: Your Change Request
Management Process 316 7.4 Project Performance Tracking and Control 317 7.4.1 Baseline Management 317 7.4.1.1 Manage Project Schedule 317 7.4.1.2 Manage Project Budget 317 7.4.2 Project Tracking and Control 318 7.4.3 Project Monitoring and Evaluation 319 7.4.4 Risk Control 321 7.4.4.1 Monitor Risks 321 7.4.4.2 Control Risks 321 7.4 A3 Monitor Risk Impact on the
Baseline 322 7.4.5 Issue Management 322 7.4.6 Manage Acceptance of Deliverables 323 7.4.7 Manage Project Transition 325 7.4.8 Project Reporting 326 7.4.9 Status, Progress, and Forecasting 327 7.5 Project Earned Value Management 329 7.5.1 Earned Value Management Terminology ....329 7.5.1.1 EVM Primary Key Values 329 7.5.1.2 EVM Derived Data Values 330
xviii • Contents
7.5.2 Collecting Actual Costs Incurred 330 7.5.3 Determining Task Completion and
Earned Value v 331 7.5.4 Calculating Cost and Schedule Variances ...332 7.5.5 Trend Analysis and Forecasting 333 7.5.6 Exercise: Earned Value Reporting 336 7.6 Project Documentation Management 336
7.6.1 Project Documentation Planning
Overview 337 7.6.1.1 Types of Documents to Manage ....337 7.6.1.2 Project Documentation
Categories 338 7.6.2 Documentation Management Functions 338 7.6.3 Maintaining the Documentation
Database 339 7.6.4 Using Electronic and Web-Enabled
Technologies 340 7.6.5 Exercise: Project Documentation 340
7.7 Project Acceptance 341
7.7.1 Obtaining Acceptance Signature 341 7.7.2 Conduct Final Status Meeting 342
Chapter 8 Project Closeout 343
8.1 Chapter Overview 343 8.2 Project Closeout Overview 343 8.2.1 Planning Project Closeout Activities 344 8.2.2 Post-Implementation Review Report 345 8.2.2.1 Key Project Metrics 346 8.2.2.2 Post-Implementation Review
Questions 347 8.2.3 Project Closeout Report 349 8.2.4 Exercise: Project Closeout Review 349 8.3 Project Closure and Approval 349 8.3.1 Scope Verification ' 351 8.3.2 Meeting Project Goals and Deliverables 351 8.3.3 Ensuring Project Delivery to Scope and
Contents • xix
8.3.4 Completion of All Project Activities 352 8.3.5 Commissioning and Approvals 352 8.3.6 Securing Project Acceptance 352 8.3.7 Exercise: Project Closure and Approval 353 8.4 Administrative Closure and Financial Reporting.. 354 8.4.1 Internal Status Reports 354 8.4.2 Internal Financial Reports 355 8.4.3 Internal Human Resources (HR)
and Other Shared Services Reports 356 8.4.4 Archiving 356 8.4.5 Exercise: Administrative Closure 357 8.5 Contract Closure 357 8.5.1 Approval of Contractor Deliverables 358 8.5.2 Managing "Punch Lists," "Snag Lists,"
and Warranty for Handover 359 8.6 Organizational Readiness 359 8.6.1 Handover to Operations 360 8.6.2 Education and Training Needs 360 8.6.3 Operational Ramp-up 361 8.6.4 Support Issues and Guarantees/
Warranties 361 8.6.5 Exercise: Organizational Readiness 361 8.7 People Management 362 8.7.1 Recognition and Awards 362 8.7.2 Performance Evaluation 363 8.7.3 Celebrations.. 363 8.7.4 Preparing Team Members'
Next Assignment 364 8.7.5 Disbanding the Core Team 365 8.7.6 Exercise: People Management 365 8.8 Lessons Learned 365 8.8.1 Planning for Lessons Learned 365 8.8.2 Collating Lessons Learned 367 8.8.3 Checklists for Collecting and Collating ,
Lessons Learned ^ 367 8.8.4 Lessons-Learned Questionnaire 370 8.8.4.1 Skills Management 370 8.8.5 Exercise: Lessons Learned 372
xx • Contents
Chapter 9 Project Leadership Skills 373
9.1 Chapter Overview 373 9.2 The Project Manager's Role as a Leader 373 9.2.1 The Role as a Manager 374 9.2.2 The Role as a Leader 376 9.2.3 Effective Project Leadership 378 9.2.4 Leadership Styles 380
9.2.4.1 McGregor's Theory X and
Theory Y , 380 9.2.4.2 Project Manager's Influence
Continuum 381 9.2.4.3 Situational Leadership 384 9.2.4.4 Exercise: Situational Leadership... 385 9.2.5 Review of Motivational Theories 386 9.2.5.1 Maslow Hierarchy of Needs 387 9.2.5.2 The Herzberg
Hygiene-Motivation Theory 389 9.2.5.3 The Application of Motivational
Theories 390 9.2.5.4 Exercise: Motivation 392 9.3 The Project Manager and the Organization 392 9.3.1 Managing the Project Team 394 9.3.2 Team Dynamics 395 9.3.2.1 Moving from a Group to a Team ...395 9.3.2.2 The Stages of Social Group
Development 396 9.3.2.3 The Performing Team 401 9.3.2.4 Giving Meaning to the Task 401 9.3.2.5 Effective Team Characteristics 401 9.3.2.6 Exercise: Team Dynamics 403 9.4 The Project Manager's Communication 403 9.4.1 Communication Basics 405 9.4.1.1 The Source—Sender 407 9.4.1.2 The Encoder., .'. 407 9.4.1.3 The Message 408 9.4.1.4 The Channel—the Medium 408 9.4.1.5 Physical Noise 408 9.4.1.6 Semantic Noise 409
Contents • xxi
9.4.1.7 The Decoder 409 9.4.1.8 The Destination—Receiver 409 9.4.1.9 Feedback 410 9.4.2 Communicating Techniques 410 9.4.2.1 The Project Team 414 9.4.2.2 Sponsors and Stakeholders 414 9.4.2.3 Performing Organization and Peers 414 9.4.2.4 External Organizations— Providers 415 9.4.4 Styles of Communication 415 9.4.5 Listening 416 9.4.6 Guidelines for Communication 418
9.4.6.1 Achieving Effective Circular
Communication 418 9.4.6.2 Major Causes for
Communication Breakdown 420 9.4.6.3 Exercise: Communication
Effectiveness 421 9.5 Overview of Conflict Management in Projects 421 9.5.1 Functional Conflict 423 9.5.2 Dysfunctional Conflict 423 9.5.3 Project Conflict Situations 423 9.5.3.1 Functioning of the Project 423 9.5.3.2 Functioning of the Team 423 9.5.4 Conflict Resolution Techniques 424 9.5.4.1 Understanding the Power Model.. 424 9.5.4.2 Assertive or Cooperative
Techniques 426 9.5.4.3 Strategies for Exercising Power 428 9.5.4.4 Exercise: Conflict Management 431 Index 433
